Trackers are very important in a remote work environment, but it's more about output trackers than time trackers. At Carepatron, we don't measure the exact time employees spend doing their day-to-day responsibilities. We give them full liberty over their schedule, with tools such as Google Sheets, Jira, and other task list management apps to give everyone visibility over who is working on what and how it's progressing. This 'adult' treatment towards employees proves to be excellent at ensuring everyone's committing to their tasks while still enjoying the benefits of working remotely. It also makes performance management and evaluation easier as trackers serve as documentation on the quality and quantity of outputs an employee is making, as well as if they're meeting their deadlines.
When dealing with remote workers, it's nice to pick up the phone if you're not able to meet face-to-face for a performance review. Believe me, I love the convenience of email as much as everyone else, but if I haven't heard my employee's voice in months, I know it's beneficial to skip the copy and speak to them directly when it comes time for evaluation. For one thing, tone doesn't come across great in writing, so I may not be able to convey the full meaning of my words -- critiques can land harder than expected. Secondly, workers may hesitate to ask all the questions they have, worried that it will lead to a never-ending email chain. But when we're communicating over the phone, there is more of a back-and-forth that allows for a natural give and take. Linn Atiyeh Founder & CEO, Bemana https://www.bemana.us/practice-area/industrial/
At Startup House, we believe in setting clear expectations and goals for our team members, regardless of where they are working from. One example of how we handle performance management in a remote work environment is by utilizing regular check-ins and feedback sessions to ensure everyone is on track and motivated. We also make use of project management tools to track progress and provide real-time feedback. By fostering open communication and a culture of accountability, we are able to maintain high performance levels even in a remote setting.
These days, most recruiters are working from home or on the road, especially in the executive sector. And these are seasoned professionals; constant surveillance would be a big mistake, and waste management's energy. Still, check-ins are important, and so I've developed a compromise by letting employees come up with a performance review schedule that works for them. They decide if it should be monthly or quarterly, and a few even opt for more regular assessments. It's about fitting into their busy schedules, and emboldening them with autonomy.
Sure, managing performance remotely hinges on clear expectations and trust. For example, we implemented a system where team members set weekly goals aligned with our broader targets. Every Monday, we'd have a virtual kick-off – not just to set our goals, but to encourage camaraderie. Mid-week, we'd touch base in one-on-ones. It's less about micromanaging, more about providing support. We’d discuss progress, barriers, and celebrate wins, however small. End of week, we'd review achievements, learning points. It's crucial that the team knows where they stand at all times. It's feedback in real-time, not waiting for an annual review. Tools played a big role too. Project management software for visibility, but also for accountability. Everyone could see how their work contributed to the big picture. In short, our approach was transparent, goal-oriented, and supportive. It's about empowering the team to own their performance, not just monitoring their output.
In managing performance in a remote work environment I've implemented regular virtual checkins. For me personally and for many people I talk to remote work can be not only isolating, but you can feel disconnected from your workplace and just kind of like a man on an island so this helps me stay connected and seems to help my employees stay connected as well, it also provides some accountability that's often lax in remote work environments. I also try to provide clear established and measurable goals for everyone on my team and use a project managment tool to facilitate communication and to provide transparency and track progress on various projects.
As a tech CEO, I spearheaded a distinctive performance management strategy for our remote workforce. We implemented a digital 'Personal Growth Matrix' which tracked workers' individual short-term and long-term goals. I ensured the matrix was both comprehensive but easy to use. Along with monthly virtual one-on-ones, we introduced 'Tech Triumph', a peer-nominated award for innovation. This combination of clear goal-setting, consistent feedback, and peer recognition transformed our remote work environment, driving productivity and nurturing a culture of continuous growth.
By facilitating regular, structured check-ins in the remote team, they could provide the roles and responsibilities that enable good performance management, even when an employee knows the company has thousands more waiting in the wings. For example, one technique involved maintaining a common digital dashboard so our team members could update what they were working on or when they encountered roadblocks. Maintaining situational awareness, we made minor adjustments as we went along, all of which contributed to maintaining team focus and morale in this new way of working.